Business Plan Friends of Dundonald Castle 2018-2022
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Business Plan Friends of Dundonald Castle 2018-2022 As of 18/9/18 www.dundonaldcastle.org.uk 1 Contents Page 3 Contact details; Executive Summary Page 4 Background to the Castle and FODC Page 5 Analysis of Visitor Patterns Page 6 Financial Analysis 2017 and 2016 Page 8 Outcomes of Business Plan 2017 Page 9 SWOT Analysis 2018 Page 10 Goals for 2018, 2019, 2020, 2021 Page 11 Action Points and Targets Page 12 Monitoring Progress Page 13 Sub Committees 2 Contact Winehouse Yett, Dundonald, Ayrshire. KA2 9HD 01563 851489 Info@dundonaldcastle.org.uk Scottish Charity Number SC031541 Chair: - ; Vice Chair:- ; Secretary:- ; Treasurer: - ; Manager: - . 1.Executive summary In summary the objectives of the Friends of Dundonald Castle (FODC) are to raise the profile and increase understanding of the history of the castle in conjunction with Historic Environment Scotland (HES). FODC have set up a Heritage Programme for the 5 year period 2017 to 2022 which includes archaeological digs, presentations and exhibitions, all open to participation by the general public. In addition FODC hope to provide a community hub for the village at the Visitors Centre. Since 2001 FODC has overseen steady growth in visitor numbers, in community use of the site, and in financial turnover. Further growth is necessary to achieve financial viability without Grants, but to achieve this and to provide a 21st Century Visitor Experience, additional space is required. In order to do so by means of an extension FODC have to take ownership of the Visitors Centre from South Ayrshire Council by Asset Transfer. This Business Plan is part of the Transfer process. Analysis of Visitor Numbers, of Visiting Patterns, of Visitor Satisfaction Levels is very positive, although performance is relatively poor during the months from October to March. The calendar year of 2017 saw an improvement in the financial performance compared with 2016. Analysis of the Trustee Accounts for 2017 shows a substantial increase in income due to the growth in Visitor Centre turnover as well as increased key-holder and education payments by HES. However outgoings in 2017 also increased substantially compared with 2016 so that at the end of 2017 the Accounts showed a small operating loss of £15.00. The reserves held by FODC at this point were £27,056. A number of areas where performance can be improved include the use of the venue for weddings, and increased financial support from HES for winter openings. Analysis of the Business Plan for 2017 confirmed the progress and issues identified above and also revealed that too many goals were of a subjective nature which made their outcomes difficult to evaluate. Nevertheless the analysis was useful when generating a new Business Plan 2018 to 2021. In addition valuable insights were gained from one to one conversations with members of the Executive, and from reports made to the A.G.M. of April 2018. Further information was generated by an in-depth SWOT Analysis, and from the Cash Flow Spreadsheet generated for 2017. As a result 5 Goals were established for the years 2018 to 2021:- 1. To Increase Income in order to attain financial viability without grants 2. To Further Develop the Core Team (Executive, committee, specific volunteers) 3. To complete the Visitor Centre Extension which will provide a better visitor experience 3 4. To further Raise the Profile of the castle and Visitors Centre 5. To ensure the continuation of the Heritage Programme Each goal has been broken into action points (34 in total) along with annual target outcomes for the four year period. Action points, or on occasion a whole Goal, have been allocated to a number of action groups which comprise a member of the core team, their deputy, and at least one other person. In order to monitor progress the committee will continue to meet on a monthly basis to review reports from Executive members and from the core staff who lead action groups. 2. About Dundonald Castle Dundonald Castle is situated on a hill overlooking the village of Dundonald, between Kilmarnock and Troon in South Ayrshire. It was built by King Robert II on his accession to the throne of Scotland in 1371 and it was used as a royal residence by Robert II and his son Robert III at the beginning of the Stewart Dynasty. It is Scotland’s third royal castle, and is a scheduled “A” listed monument of international importance. The hill area is the location of a number of other archaeological finds dating from Neolithic times onwards. 3. Friends of Dundonald Castle Originally set up in 2001, FODC has since become a Scottish Charitable Incorporated Organisation (SCIO) and is now the castle keyholder on behalf of HES. In addition FODC manages the Visitors Centre with a café, gift shop, and educational facilities. The Trust Committee comprises four executive and eleven ordinary committee members: DODC membership in April 2018 totalled 157. The organisation’s purposes are 1. To promote the advancement of education and in furtherance thereof by (among others) the promotion of public awareness of the Castle in all media, and the education of the public as to its historical significance which shall include but not be limited to the education of school children and students. 2. To promote the advancement of heritage and in furtherance thereof by (among others) the promotion and organisation of the use of The Castle for the benefit and enjoyment of the public, the education of the public as to the historical significance of The Castle, the provision of guided tours of The Castle and in liaison with HES to promote and undertake such other ventures as shall be approved by HES to further the public interest in The Castle 3. The advancement of citizenship and community development. Please refer to the FODC Constitution for further details. HES is responsible for the upkeep of the castle as part of its Guardianship responsibilities, while South Ayrshire (SAC) owns the land in the immediate area as well as the Visitor Centre building. FODC pay an annual rent of £1.00 and undertake to maintain the building interiors and equipment. Discussions have taken place about the possible transfer of the ownership of the building to FODC. FODC will qualify for the national grants (e.g. Big Lottery Fund) needed to pay for a much needed extension, but only if FODC owns the building. Services at the Castle and Visitors Centre The Castle and its adjoining facilities perform an important role both within the local community and within the historic landscape of the country. FODC helps support the local economy as a provider of employment. An experienced manager leads a team made up of three further posts and an additional 3 seasonal positions, and which is supported by 18 volunteers. There is a cafe, a shop selling souvenirs, and an education/ exhibition room, while two groundhogs provide more facilities outside. The meeting space provided allows groups the opportunity to meet regularly in a friendly, welcoming environment encouraging community engagement and participation. Tours both for visitors and for school parties are led by knowledgeable volunteer guides. 4 4 Visitors, Financial Analysis, and Outcomes of Previous Plan 4a Visitors FODC has overseen a steady growth in the number of visitors. The growth has not always been accompanied by an increase in admission revenue for reasons discussed below. Visitor Numbers 20000 15000 10000 Visitor Numbers 5000 0 2012 2013 2014 2015 2016 2017 The current patterns of income follow a strong seasonal pattern as shown in 2017. £6,000.00 £5,000.00 £4,000.00 £3,000.00 Admission £2,000.00 Catering £1,000.00 £0.00 A survey of visitors in 2017 showed a high level of satisfaction with the visit experience. 5 Customer Satisfaction Survey 2017 13 12 11 s t n e d n o p 6 6 s e 5 R f o o N 1 0 0 0 0 0 0 0 0 POOR FAIR GOOD VERY GOOD EXCELLENT Satisfaction The Castle The Facilities The Staff 4b Financial Analysis Receipts and Payments as at 31 December 2017 For the year to 31 December 2017 For the year to 31 December 2016 Receipts 102,028 70,430 Payments 102,043 92,661 Surplus/Deficit (15) (22,231) The Deficit shown for 2016 of £22,231was greater than planned for because the HES Keyholder Payment of £10,552 was not received until financial year 2017. There were also planned spends upon equipment which added to the deficit. In order to meet the deficit £22,231 was transferred from the Reserve after which the Reserve stood at £27,056 on 31st December 2017. The increase in visitors was not matched by an increase in admission receipts because of the greater use of HES Explorer Passes, and Membership Cards to gain entry. FODC receives no financial return from these admissions. The Winter Period is also a source of concern. It runs for 5 calendar months from 1st November to 31st March. During these months HES winter Keyholder payments are funded for only one hour each day, at the rate of £7.83. As a result winter openings are run at a loss which has to be funded from any surplus in the summer. A more realistic payment would be based upon a 7 hour day during the winter, for those days when the castle and Centre are open. Discussions have taken place with HES. A Breakdown of the Accounts is provided below. 6 For the year to 31 December 2017 For the year to 31 December 2016 Receipts Sales, Admissions, Catering & Events 70,648 59,988 Grants 6,000 (SAC) 6,052 Key Keeping & Stewarding 23, 971 971 Donations & Subscriptions 2,360 3,370 Gift Aid 318 49 Total Receipts 102,028 70,430 Outgoings Goods for resale 8,725 6,049 Food and drinks 15,019 11,684 Advertising, postage and telephone 2,042 4,120 Printing and stationery 1,036 530 Wages and PAYE 53,299 50,848 Utilities 5,405 5,126 Security & Storage 1,415 1,585 Repairs and renewals 310 307 Computer expenses 728 546 Subscriptions and Licences 580 371 Bank Charges 706 700 General 2,016 843 Events 2,088 2,464 Equipment 830 5,095 Education 906 1,298 Fees 5,875 1,095 Transfer to Restricted Acc 1,061 Nil Total Outgoings 102,043 92,661 A Restricted Account was opened in 2017 for the receipt of grant income and the relevant expenditure to which the grant pertains.